The Effect of Job Embeddedness on Turnover Intention, Task Performance, Organizational Citizenship Behavior, and Job Satisfaction Javed Pervaiz ABSTRACT Theaimofthisstudyistoexaminetheeffectofjobembeddednessonturnover intention, organizational citizenship behavior, task performance and job satisfaction and examine themediationeffectofjobsatisfactionontherelationshipbetweenjobembeddenessand turnover intention. Results shows Job embeddedness which can be established through building community,developingasenseofbelonging,establishingdeeptiesamongemployees,and deepeningsocialcapitalmayincreaseretention,attendance,citizenship,andjobperformance. Findingalsostatethatitseemsthatbeingembeddedinacommunityandanorganizationis connected with reduced target to leave and reduce actual leaving. Through convenience sampling 150responsesgatheredtodrawtheconclusion.Thestudyemployeddescriptiveanalysis, correlation,regressionanalysis;andstructuralequationmodeling(SEM)inorderanalyzethe data. SEM is a statistical methodology that takes a confirmatory approach to the analysis of the structuraltheorybearingonsomephenomenon.Thistheoryrepresentscausalprocessesthat generate observations on multiple variables. Two softwares were used in analysis i.e. SPSS (v. 17)andAMOS(v.18).Calculatedresultsproposethatstudyingemployees'reasonsforboth leavingandstayingmayimproveunderstandingofretention.Thiswiderperceptionsuggests potentially and an interesting productive path for future research. Key Words JobEmbeddedness,TurnoverIntention,OrganizationalCitizenshipBehavior, Task Performance, Job Satisfaction Paper Type Research Paper INTRODUCTION Mostimportantreasonofleavingthejobinnowdaysisemployeeturnover,as unmanagedemployeesturnoverhavingexcessiveimpactonthesocialandeconomiccostand communicationerectionoftheorganization.Theturnoveralsoaffectsthecommitmentof employeeswhichstaysintheorganizationandshakestheirconfidence(Griffethetal.,2000; Mobley, 1982) Employeesturnoverprovescostlyfortheorganizations,becauseorganizationshavetobeara majorcostincurredonemploymentandtrainingofnewemployees.Furthermore,anemployee of the organization leaves, the economic loss isconsidered for the organization (Mobley, 1982; Griffeth et al., 2000; Price, 2001; Kinicki et al., 2002).Employees retention is an area of interest for both managers and researchers, as it continues to challengethemtoinvestigatethequestionslikewhypeopleleave?andwhydotheystay? However, (Mitchell et al. (2001) the researchers have got only partial answers of these questions. Peoplestaywhentheyarecommittedandsatisfiedwiththeirorganizationandjob,theyleave when they are not satisfied. In employees retention, organizational citizenship behavior and job satisfaction play relatively small role (Griffeth et al., 2000). Thus factors other than work and job related attitudes are important to understand the issueof turnover (Maertz and Campion, 1998). Jobembeddednessisassociatedwithtaskperformance(Leeetal.,2004).Thereisapositive relationship found between embeddedness and performance by Lee et al. (2004).Job embeddedness is linked with task performance (Lee et al., 2004). There is a positive relationship between job embeddedness and task performance Lee et al. the relationship between performanceandjobembeddednessisattachedwiththeemployeeslink,fitandsacrificedeal within the organization. If they have strong link, fit and sacrifice capacity than they will perform well.Employeeslinkswithothersandfitbetweenthepersonsmotivatethemtoperformwell, these factors suggest that job embeddedness is connected with performance Lee et al 2004. Mitchell et al. (2001) believe that the job embeddedness is a direct ancestor both to plan toquitandvoluntaryturnover.Thetheoreticalfoundationofjobembeddednessstemsfromthe workbyLewin(1951).AnumberofstudieshaveestablishthatJobembeddednessdescribes significantstep-by-stepdifferenceinturnoversbeyondthatdescribedbyexecutemind-set(Lee et al., 2004; Holtom and ONeill, 2004; Besich, 2005; Holtom and Inderrieden, 2006). However, questionslikehowjobembeddednessisdevelopedandwhataretheaspectswhichbecause workersincludedintheirtaskstokeepthemawayfromleavingtheircompanies,stillrequire further research. Fromorganizationviewpointemployeeturnovercreatesbothtangibleandintangible costs.Recruitment,selection,training,adjustmenttimeallaretangiblecosts(Morrell,Loan-Clarke&Wilkinson2004).Amongthetangibleandintangiblecostthetangiblecostismore significantwhichinvolvestheeffectofturnoveronemployeesmorale,organizationalmemory, organizational culture and social investment include the impact of turnover on business lifestyle, worker spirits, public investment and business memory (Morrell et al. 2004). Workersmovefromonejobtoanotherwhentheyfindgoodmatchofitlikepaying them according to theiraptitude and byfulfilling their potential (Davia, 2005). Turnover for an individual means taking a break from an existing social network and going to work in a new one with hassle of new atmosphere and a modification process (Tanova, 2008).There may be some losses for the employees who are leaving the job, for example, loss of the benefits which they are receiving as being an employee of the organization (Griffeth, Hom &Gaertner,2000).However,employeesmaygetadvantagesofswitchingtheirjobsofftoo. Employees who voluntarily leave at the early stage of their career experience positive growth in their wages as compared to those who do not change their jobs (Davia, 2005). Organizationviewpointemployeeturnovercreatesbothtangibleandintangiblecosts. Recruitment, selection, training, adjustment timeall are tangiblecosts (Morrell,Loan-Clarke& Wilkinson2004).Amongthetangibleandintangiblecostthetangiblecostismoresignificant whichinvolvestheeffectofturnoveronemployeesmorale,organizationalmemory, organizational culture and social capital involve the effect of turnover on organizational culture, employee morale, social capital and organizational memory (Morrell et al. 2004). Literature Review Following is the literature review of the the models variables. Job embeddedness Employmentembeddednessconsistsofthemanyvariableswhichusuallyinsertedas wellaslinkthosewiththeirparticularcareers.Severalideasdocumentedinwhichstaff propensitytokeeponthejobisbetterforecastedfromtaskembeddedness,howeveroutside shocks might power him in order to keep (Holtom, Mitchell, & Shelter, 2006; Shelter, Mitchell, Sablynski, Burton, & Holtom, 2004.Employment embeddedness is understood to be as being a worldwide or even on internet by which a person might come to be jammed (Mitchell et's 2001).; Mitchellet's.,2001).Whiletaskembeddednessisreallysocialnetworkinginandbeyondthe firm by which an employee can be linked. By simply attaching within a social networking quite a fewaspectsoflivingacquiredconnectedwithpersonnelifwhenpersonnelwillprobablykeep his/her task they must giving up these points which can be connected with him as a result of task. H1: Job embeddedness & turnover intention have positive causal relationship between. Job SatisfactionJobsatisfactiondefinedasdelightfuloptimisticemotionalstateresultantfromthe assessment of ones job experience or job (Locke and Lathan 1976). It is also considered as the employees confidence happiness with the job in organization. Employees will be dedicated with theorganizationasmoreshe/hewillbegratifiedwithher/hisjob(LockeandLathan1976).In short,jobsatisfactionisasatisfyingEmploymentfulfillmentisdefinedaspleasurableoreven constructiveemotivetalkaboutcausedbythisappraisalinvolvingonestaskoreventask experience (Locke as well as Lathan 1976). Additionally it is considered as this employees joy or even confidence with the entire task within corporation. Staff are going to be devoted with all thecorporationasfarmorehe/shewillcertainlyaccepthis/hertask(LockeaswellasLathan 1976).Inanutshell,taskfulfillmentisreallyasatisfyingemotivetalkaboutcausedbythis appraisal involving ones task a great emotive reaction to ones task.Turnover Intention Turnoverfundsleavingbehindthejobwiththepersonnelormaybeorganizationmay swap the actual personnel. Turnover objective symbolizes the opinion or maybe prepare with the personnel to be able to abandon the job or maybe prepare of organization to be able to terminate theactualpersonnel(Maynardet's2006).Butabadorganizationbetweenincreasechances along with objective to stop has been located bysimply Burnsalong with Wheeler (1992). The item must not be unnoticed; nonetheless, in which there may be various other central or maybe outercomponentsthatmayhaveaneffectontheactualpersonneltobeadditionalrequiredor maybe abandon the actual workplace. Your components which boost their bond between fork out alongwithcareerperspective(suchwhilecommitmentalongwithobjectivetobeabletoquit) are the conception involving personnel concerning settlement (Roberts et 's., 1999). H4: Job satisfaction mediation the relationship between job emebeddeness and turnover intention. Organizational Citizenship BehaviorTurnover means causing the task because of the employees as well as organization may swap the actual employees. Turnover purpose shows the sensation as well as approach of the employees to helpkeepthetaskaswellasapproachofyourorganizationtohelpterminatetheactual employees (Maynard et al 2006). Although an adverse connection between increase options and purposetogiveuphadbeenfoundsimplybyMillerandWheeler(1992).Itmustn'tbe overlooked,evenso,thatwilltherecanbevariousotherinternalaswellasexteriorvariables which will affect the actual staff to get a lot more included as well as keep the actual company. The actual variables which usually enhance their bond between pay and job attitude (such seeing that dedication and purpose to help quit) will be the conception connected with staff with regards to reimbursement (Roberts et al., 1999). Is it doesn't individuals habits that is infinite, acquiring simply no direct compensate technique. However it enhances the actual success and productivity of the organization (Organs 1988). The actual purpose connected with organizational citizenship habits (OCB) is important to the survival of the organization. OCB is a non-task habits that will urges employees to assist their own co-workers. It's not atalltheactualtechnicalsupporttothestaffalthoughasocialjustoneandtechiekeyexist because social key.It works to the enhancement of the organizational efficiency(Dunlop etal., 2004).BatemanandOrgan(1983),Graham(1986);Kemrayetal.(1996),Moorman(1993), Motowislo(1984);andMotowidlo(1986)showthatmoresignificantandpositivecorrelation exists between the organizational citizenship behavior and job satisfaction. H2: Positive causal relationship exists between job embeddedness and OCB. Task performance Task performance also considered as significant element in turnover which has ability to rulethebehaviorofemployee.ConferringtothedescribingmodelofLeeandMitchell(1994) employeesmayrespondtofearsintheworkenvironmentpushthemtothinkofleavingtheir jobs.Toaccomplishmentofthetasktheutilizationofemployeeresourcesisveryimportant because when assign task is difficult,the employee consider it as a challenge and put his/her full energy to get the things done. Additional task also be a contributing aspect in employee stimulus andjobsatisfaction(OBrien&Dowling,1980;Gavin&Axlerod,1977).Employeesfeela sense of competence and positive encouragement Job which challenges the employees ability is highly motivating and after completing this job successfully, (Danner andLonky, 1981; Fisher, 1978; 1 Job effectiveness is also considered as significant element in turnover that has capacity in order to rul the particular member of staff conduct. Good unfolding model of Mitchell as well asLee(1994)staffmembersmaywellanswerdangersinsidetheworkenvironmentthatwill push these to think about quitting the careers.Theuseassociatedwithmemberofstaffsourcestowardsthejobachievementis importantbecauseifthejobisactuallycomplicated,memberofstaffmighttakeitasbeinga problemaswellasfithis/hertotalvitalitytohavethepointsperformed.Thatfurtherjobcan evenbeanymakingcontributionsconsidermemberofstaffinspirationaswellastask achievement (OBrien & Dowling, 1980; Gavin & Axlerod, 1977). Employment that difficulties the particular employees potential is actually remarkably inspiring as well as immediately after completingthistaskproductively,staffmemberssenseanawarenessassociatedwithskillsas wellasoptimisticconfidence(Deci,1971;Fisher,1978;DanneraswellasLonky,1981; Motowidlo & Scotter (1994)). H3: Relationship exists in job embeddedness and task performance. Turnover of Employees and Job Embeddedness DriveandSimon(1985)conditiontheactualchangebetweenperformancedecisionaswellas theinvolvementdecision.Manypeoplespecifyperformancewithinmotivationalconceptssuch as expectancy, collection force and aims. Many people describe the actual involvement decision asmeantattentionassociatedwithmovementandmeanteasinessassociatedwithmovement. Performperspectiveandtaskalternativesareconsumedseeingthatmeantattentionassociated withmovementandmeanteasinessassociatedwithmovement.Therealkeyissueswithtask embeddeness are (Lee et al 2004). The degree for you to which often particular person links with different parents and routines Thedegreeforyoutowhichoftendifferentissueswithexistenceareintegratetheirown existence caused by task. Ifmanypeopleabandonthejobexactlywhatmighttheymustgivingup,sincetheymust abandonseveralthingswhichmightbefastenedwithintheirday-to-daylivesbecauseofthe recent task. Conceptual Theoretical Framework Job Embeddedness embedness embeddedness embeddedness Turn OverJob Satisfaction Task Performance Organization Citizenship Behavior Research Methodology: Thestudyisexplanatoryinnature,asitinvolvesexaminationofcausalrelationships amongdifferentvariables.Populationof thisstudyconsistsoffirstlevelmanagementpositions workingemployeeinselectedpublicsectorautonomousorganizationswhichincludePakistan TelecommunicationLimited(PTCL),ZariTarqiatiBankLimited(ZTBL),NationalDataBase andRegistrationAuthority(NADRA).Totalpopulationestimatedwas2000.Outof2000 population, 200 employees were approached for data collection based on convenience sampling techniqueand150werevalidtodrawtheconclusion.However,thedrawnsamplehad representationofallspecifiedstratai.e.NADRA,PTCLandZTBL.Tocalculatesamplesize Krejcie and Morgan (1970) formula used. A minimum sample size is 200 respondents is needed for population of 2000 employees. The calculation for sample size is based on 5% sampling error and 95% confidence level (0.05 alpha levels). The formula is as under: =

2(1 )

2( 1) + 2(1 ) X2(3.841)isTablevalueofChiSquareforDegreeofFreedom(df)=1atthedesire confidence level 0.05. N (2000) is population size; P is population proportion (0.50). The study employed descriptive analysis, correlation analysis, regression analysis and structural equationmodeling(SEM)inorderanalyzethedata.Twosoftwareswereusedinanalysisi.e. SPSS (v. 17) and AMOS (v. 18). Results:Reliability and Validity ReliabilityofallfivescaleswasexaminedbyusingthevaluesofCronbach'sAlpha.Table1 showsthatalphavaluesforallconstructsareacceptable.Validityissueswereaddressedby intensive review of literature and by using tested scales of all constructs. Table 1 Validity and Reliability VariablesNumber of ItemsCronbach's Alpha Job Embeddedness100.84 Turnover Intention050.92 Task Performance050.92 Job Satisfaction040.92 Organizational citizenship behavior 050.92 Table 2 Descriptive Statistics VariablesMeanStd. Deviation Job Embeddedness 3.9350.82506 Job Satisfaction 3.6650.82730 OCB 3.3517.98568 Turnover Intention 3.7850.78259 Task Performance 3.6267.85518 TheaboveTableshowsthemeanvaluesofjobembeddedness,jobsatisfaction,organization citizenship behavior, turnover intention and task performance having values 3.95, 3.65, 3.3, 3.7, and 3.6 respectively with having standard deviation .825, .827, .985, .782 and .855 respectively.Table 3 Correlations Coefficient Matrix JETPTIOCBJS JE 1

.

TP .2021

.013.

TI .479.2111

.000.009.

OCB .214.397.3241.

.009.000.000.

JS .363.491.430.2471

.000.000.000.

Theabovecorrelationresultsshowsthatorganizationcitizenshipbehaviorandjob emebeddednessrespectively009,.214.itshowsthattheirsignificantandpositiverelationship between the two variables. The relationship between turnover intentions and job emebeddedness .48anditispositiveandsignificant.Correlationbetweentaskperformanceandjob emebeddednessis.20showsthesignificantrelationshipbetweenthevariables.Task performancepositivelyinfluencesJobemebeddedness.Thecorrelationcoefficientbetweenjob satisfaction and job emebeddedness is .363 which is positive. Regression Analysis Four models were constructed to carry out regression analysis keeping in view the objectives of study. Model 1 Model 1 assumes to mediation effect and is given as below:TheregressionresultinModel1arepresentedinTable3,4and5whichdisplayR-square standardizedbetasandProbabilityvaluefortheregressionmodelwithoutinclusionof moderating variable. Results show that although explanatory power of the model is weak, but is significant. However, effect ofjob embeddedness on organization citizenship behavioris found significant(b=0.197,atp=0.009).Itimpliesthatwhereincasejobembeddednessishigh among employees, the level of organization citizenship behavior is also high. Table 4 Model Summary ModelRR SquareAdjusted R Square Std. Error of the Estimate 1 .21.05.04.67 Predictors: (Constant), JE Table 5 ANOVA Model Sum of SquaresdfMean SquareFSig. 1Regression3.17213.1727.080.009(a) Residual66.301148.448 Total69.473149 Predictors: (Constant), JE Dependent Variable: OCB Table 6 Coefficients ModelUnstandardized Coefficients Standardized CoefficientsTSig. BStd. ErrorBeta 1(Constant)2.7.299.3.000 JE.197.074.2142.7.009 Dependent Variable: OCB Model 2The second model tests effect of job embeddedness on turnover intention.Table 7 ANOVA Model Sum of SquaresdfMean SquareFSig. 1Regression19.793119.79344.101.000(a) Residual66.423148.449 Total86.216149 Predictors: (Constant), JE Dependent Variable: TI Table 8 Model Summary ModelRR SquareAdjusted R Square Std. Error of the Estimate 1.48.23.22.67 Predictors: (Constant), JE Table 9 Coefficients ModelUnstandardized Coefficients Standardized CoefficientstSig. BStd. ErrorBeta 1(Constant)1.744.2906.004.000 JE.492.074.4796.641.000 Dependent Variable: TI TheaboveTable9showstheresultofR2inthemodelhavingvalue.230.therelationshipis highlysignifance.ResultintheaboveTableshowthattherelationshipbetweenturnover intentionandjobembededdnesispositiveandsignificant.Calculatedresultsshowsthatjob embeddednesincreasesinanorganization,turnoverintentionamongemployeesalsotendto increase.Thisrelationshipisobviouslyinconflictwithseveralearlierstudies.Itneedsfurther investigation, which has been done in later sections of this chapter.Model 3Model 3 examines causal relationship of job embeddedness with Task Performance. Table 10 ANOVA Model Sum of SquaresdfMean SquareFSig. 1Regression 4.43914.4396.285.013(a) Residual 104.530148.706 Total 108.968149 Predictor: (Constant), JE Dependent. Variable: TP Table 11 Model Summary ModelRR SquareAdjusted R Square Std. Error of the Estimate 1 .20.040.035.84 Predictors: (Constant), JE Table 12 Coefficients ModelUnstandardized Coefficients Standardized CoefficientsTSig.

BStd. ErrorBeta 1(Constant) 2.73.367.5.000 JE .234.09.202.5.013 Dependent Variable: TP InthegivenTablethevalueofR2 inthemodelis0.041,Significanceis.013.Table12shows that the relationship between job embededdnes and task performance is positive and significant. Resultsstatesthatjobembeddednesofemployeesincreasesinanorganization,theirtask performance also tend to increase. Model 4 Model4testsmediationeffect.Mediationistheextentthatitaccountsfortherelation betweenthepredictorandthecriterion(Baron&Kenny,1986,p.1176).Theprescribed experiential analysis often uses to identify simple mediation effects is direct and follows directly from the given definition provided by Baron and Kenny (1986). Job satisfaction variable is used asamediatorifrelationshipbetweendependentvariableturnoverintentionandindependent variablejobembeddednessisinfluence.Tocheckthemediatingeffecttakebothvariablejob embeddednes and job satisfaction as independent and turnover intention as dependent variable in additionwithmediatorjobsatisfaction,therelationshipbetweenturnoverintentionandjob embeddedness is significantly affected, then there is mediating effect. Table 13 ModelUnstandardized Coefficients Standardized CoefficientsTSig.

BStd. ErrorBeta 1(Constant) 1.744.2906.004.000 JE .492.074.4796.641.000 Dependent Variable: TI Table 14 ModelUnstandardized Coefficients Standardized CoefficientstSig. BStd. ErrorBeta 1(Constant)2.191.2568.544.000 JS.395.068.4305.790.000 Dependent Variable: TI Table 15 Effect of JE on JS Model Unstandardized Coefficients Standardized Coefficients tSig.BStd. ErrorBeta 1(Constant)2.313.311 7.430.000 Je.344.077.3434.439.000 a. Dependent Variable: JS; R2 = 0.117; Adjusted R2 = 0.112; F = 19.701, p = 0.000 SobelTestwasusedtotestthemediationeffectbyusingbetacoefficientsandSEsfromTable 14andTable15intheSobelTestCalculatoravailableat http://www.danielsoper.com/statcalc3/calc.aspx?id=31. Results are given below: Results show that mediation is significant. The Structural Equation Model Sobel test statistic:3.70815176 One-tailed probability: 0.00010439 Two-tailed probability: 0.00020878 TherearetwomajorpartsofStructuralequationmodeltoassess:firstly,byassessingthe goodness of fit of structural model; and secondly, mitigating the relationships between constructs byestimatingidenticalrestrictionforthestructuralmodel(Cheng,2001).Researcherassessed theoverallfitofthemodeltoensurethatitisanadequaterepresentationoftheentiresetof causal relationships. To test the predicted model I conducted structural equation modeling using the Analysis of Moment Structures (AMOS) Program (Arbuckle & Wothke, 1999). Goodness of Fit Measures for the Structural Equation Model Model: 1 Inordertocheckthefitnessofthebelowmodelweusenumerousindicators,withchi-square/degreesoffreedom(c2/d.f.),chi-square(c2),theTucker-LewisIndex(TLI;Bentler& Bonett,1990),theRoot-Mean-SquareErrorofApproximation(RMSEA;Browne&Cudeck, 1993) and Comparative Fit Index (CFI; Bentler, 1990). Calculated Values for the CFI & TLI lies between0and1,andvaluesnearerto1indicateadecentfittingmodel(Byrne,2001;Kline, 1998). The model has CFI .94 and TLI .92. The value of IFI is.94. Last, a value of 0.05 or less forRMSEAis indicativeofagoodfit(Browne&Cudeck,1993)presentmodelhasavalueof 0.06. Structural Model (S.M) Data: Probability level = .000Degrees of freedom = 87 Chi-square = 120.621 Goodness-of-Fit Measure LevelofAcceptable Fit* Calculation of Measure Acceptability Absolute Fit Measures Likelihood ratio chi-square statistic() Statisticaltestof significance Provided = 65.190 Significance level:000 Parsimonious Normed Fit Index (PNFI) Relative Fit Index (RFI) Highervalues indicatebetterfit, used in comparing betweenalternative models Recommendedlevel: 0.90 PNFI=.89 RFI=.884 Good Good Incremental Fit Measures Tucker-Lewis Index (TLI)orNon-Normed Fit Index (NNFI) Normed Fit Index (NFI) Incremental Fit Index (IFI) Recommendedlevel: 0.90 Recommendedlevel: 0.90 Recommendedlevel: 0.90 TLI or NNFI= =0.927 NFI=.896 IFI=.947 Good Good Good Non centrality based Measures Root mean square error of approximation Normaldifference perDegreeof freedomexpectedto occurinthe RMSEA=.063 Good (RMSEA) Comparative Fit Index (CFI) population,notthe sample.Acceptable values under 0.08 Recommendedlevel: 0.90 CFI=.945 Good Parsimonious Fit Measures Normed chi-square Recommendedlevel: Lower limit: 1.0 Upper limit: 3.0 or 5.0 Normed=/d.f= 1.590 Good DISCUSSION Job embeddedness investigates the particular optimistic causal relationship together with organizationalcitizenship,turnoverintentionstaskeffectivenessandwithjobsatisfaction.In addition,itstateswhichtherelationshiprelatingtothejobembeddednessaswellasturnover purposeseriouslyisn'tsufferingfromgettingjobsatisfactionsincemediatingvaried.The componentsofjobembeddednessaresignificantlyrelatedtotheturnover.Resultsshowsthat turnover attributes to job satisfaction standard measures is forecast by job embeddedness and to that attribute to job search behavior and job alternatives. Job embeddedness also goes further the combinationofmeasuresofthejobsearch,jobsatisfactionandjobalternativesinpredicting turnover.Researchshowsthatjobembeddednesscomplementsandextendsresearchers understandingsoftheantecedentstostayandleave.Mitchelletal.(2001)foundthatjob embeddednesscorrelateswithsatisfaction,performance,andturnover.Theresultsofpresent studyarematchwiththisstudyi.e.jobembeddednessconsiderablycorrelateswithturnover intention,job satisfaction,organizationalcitizenshipbehaviorandtaskperformance.Thisstudy expandsandtestsneworganizationalconstructjobembeddedness.Itisimportanttogive emphasisthatembeddednesswasconceptualizedspecificallyasreflectingthetotalityofforces that constraint people from leaving their current employment. It captures those factors that keep and embed an employee in his or her present position. This research provides some preliminary supportforjobembeddedness.Itestablishedthatemployeeswhoareembeddedintheirjobs have less intention to leave the job as willingly as those who are not embedded in their jobs.Conclusions Thisstudyprovidesanewdescriptionfortherelationshipbetweenjobembeddednessand employeesturnoverintentions.Jobembeddednessmakeslinks,fitandsacrificeforthe employeesthatmakethemkeepthemfromleavingtheorganizationandembeddedintotheir jobs.Webelievethatthisstudymakesasignificantinputtotheorganizationalattachment literature.Itsuggestssomenewandfascinatingwaystothinkaboutemployeesretention.It seems that being embedded in a community and an organization is connected with reduced target to leave and reduce actual leaving. These results appear to hold the current emphasis on the need for the organization to be concerned with employees. It also suggests that a focus on money and satisfaction as the levers for retention may be too limited. Many non-attitudinal and non-financial issuesplacepeopleinsystemsofforcesthatkeepthemintheirjobs.Advancesearchofthese ideaswehopewillincreaseunderstandingofwhypeoplestay,whytheyleaveandhowthose actions be unfair. This is an important finding for organizations seeking ways of addressing employee retention. Theoretical Implications The current study research projects that allow for stronger underlying inferences are now needed. Job embeddedness shares unique variance with intention to leave. These results are constant with thejobembeddednessliterature;asjobembeddednessisinitiallyconstructedasananti-withdrawalconstructbyMitchelletal.(2001)publishedresearchonembeddednessconstantly demonstratethatjobembeddednessisastrongpredictorofemployeesintentiontoleavethan task performance. Managerial Implications This specific study has managerial significances. Job embeddedness which is established through creatingcommunity,creatingafeelingofbelonging,establishingserioustiesamongst employees, and deepening sociable capital may enhance retention, attendance, citizenship, along withjobfunctionality.Furthermore,organizationscanbeproactiveaboutjobembeddedness: linksmaybeincreasedthroughsquadsandlong-termchores;sacrificecanbeincreasedby attaching job and organizational dividends to longevity; and fit may be increased by coordinating employees' know-how, ability, abilities, and attitudes that has a job's requirements. Every bit as important,managerscanenhanceoff-the-jobembeddednessbygivingpeoplewithinfoonthe communityaroundtheirworkplaceandbyprovidingsocialsupportwithregardtolocal activities.Resultsclaimthosestudyingemployees'advantagesforbothstayingalongwith leavingmayenrichunderstandingofretention,increasingitbeyondwhatthemodernfocuson making permits. This broader perspective suggests a remarkable and potentially fruitful direction with regard to potential research. Limitations Thisparticularstudyfeaturessomeafewlimitationsofwhichtimeconstraint,fewresponses, time limitation and collected data due to this study in a very specific interval therefore there isn't anychanceassociatedwithcausalityorevendecreasetheprobabilityassociatedwithreverse causality.Nevertheless,itcanbesaidthatthere'spossibility,frequencyandalsoembeddedness contentwillvaryforemployeeinorganizationwiththeinfluenceassociatedwithemployee beliefonembeddednessarticlesbysomeothersourceorhisown.Theusingstructured questionnairetothecollectionassociatedwithdatacanbeanotherconstraint,whichfitthe constraint on respondent experiencing and forces these to answer within the possible alternatives. ReferencesArbuckle, J. L. (1999), Amos 4.0 Users Guide. Chicago: SmallWaters Corporation . Baron, R. M.& KENNY, D.A (1986). The moderatormediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. . Journal ofPersonality & Social Psychology, 51, , 1173-1182. Bentler, P. M.(1990),. Comparative fit indexes in structural models, . Psychological Bulletin, 107, . Bentler, P. M. (1990). Significance tests and goodness of fit in the analysis of covarience structures. Psychological Bulletin 88 , 588-606. Borman, W. C.(1993) Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, & W. C. Borman (Eds.), Personnel selection in organizations. San Fransisco: Jossey-Bass. , 7198. Browne, M. W.(1993) Alternative Ways of Assessing Model Fit, in K. A. Bolin and J.S. Long (eds),. Testing Structural Equational Models ( Newbury Park,CA Sage) , 136-62. Byrne, B. M. (2001), Structural Equation Modeling with AMOS: Basic Concepts, . Applications and Programming (London Lawrence Erlbaum Association)Bauer,T.N.,MaertzJr,C.P.,Dolen,M.R.,&Campion,M.A.(1998).Longitudinal assessmentofapplicantreactionstoemploymenttestingandtestoutcomefeedback. Journalof Applied Psychology, 83(6), 892. Cheng, E. L. (2001). SEM being more effective than multiple regression inparsimoniousmodeltestingformanagementdevelopmentresearch.JournalogManagement Development 20 , 650-67. Griffeth, R. W. ( 2000). A Meta analysis of antecedents and correlates of employee turnover. Journal of Management , 463-488. Holtom, B.. (2006). Integrating the unfolding model and job embeddedness modelto better understand voluntary turnover. Journal of Mnagerial Issues , 435-52. Holtom, B. (2004) Job embeddedness: a theoretical foundation for developing a comprehensive plan for health care employee. Journal of Nursing Administration , 216-27. Kinicki, A. M.-R.(2002), Assessing the construct validity of the job descriptive index: a review and meta-analysis, . Journal of Applied Psychology , 14-32. Kline, R. B. (1998), Principles and Practice of Structural Equation Modeling. (New York: Guilford Press) . Lee, T. W. ( 1994.). An alternative approach: The unfolding model of voluntary employee turnover. Academy of Management Review, 19: , 51-89. Locke, E.(1976) the Nature and Consequences of Job Satisfaction. . Handbook of Industrial an Organizational Psychology . Maert, C. P. (1998). 25 years of voluntary turnover reasearch. Internahonal review of industrial and organizational psycholog , 49-81. Mitchell, T. R. ( 2001). Why people stay: Using job embeddedness to predictvoluntary turnover. : . Academy of Management Journal, 44 , 1102-1121. Mobley, W.(1982). some unanswered questions in turnover and withdrawalresearch. Academy of Management Review , 111-16. Organ, D. W.(1988). Organizational citizenship behavior: . The good soldier syndrome. New York: Lexington Books . Price, J.(2001), Reflection on the determinants of voluntary turnover,. International Journal of Manpower, Vol. 22 No. 7, 600-21. Yao, X. L. (2004). Job embeddedness current research and future direction. R . Griffeth & P. Horn (Eds) , 153-187. Thomas W. Lee, T. R. (oct 2004). The Effects of Job Embeddedness onOrganizational Citizenship, Job Performance, Volitional. Academy of Management , 711-722. LEE2, P. D. ( 2004). Workplace deviance, organizational citizenship behavior, andbusiness unit performance: the bad apples do spoil the whole barrel. Journal of Organizational Behavior , 6780 (2004). O'BRIEN, G. E., & Dowling, P. (1980). The effects of congruency between perceived and desired job attributes upon job satisfaction. Journal of Occupational Psychology, 53(2), 121-130. Maynard,A.D.,Aitken,R.J.,Butz,T.,Colvin,V.,Donaldson,K.,Oberdrster,G.,... &Warheit, D. B. (2006). Safe handling of nanotechnology. Nature,444(7117), 267-269.